Perbedaan Ethic dan Quick Ethic

Gabriela Thenaria/45100186

Based upon Mumford s Socio-Technical experiences she developed the the participational method known as ETHICS (Effective Technical and Human lmplementation of Computer based System). The work on ETHICS was undertaken by Professor Enid Mumford during her time at Manchester Business School, UK (Mumford, 1983). ETHICS is a participational (also referred to as a Socio-Technical approach) approach that focuses upon people and procedures. This Socio-Technical approach is defined by Mumford as "one which recognises the interaction of technology and people and produces work systems which are both technically efficient and have social characteristics which lead to high job satisfaction" (Mumford, 1983). The ETHICS approach was based on the observation of failure of many systems which followed more traditional route of considering technical and economic factors (Davis et al, 1992). One of the key motivating questions was whether or not analysts and designers held a view of users that was different from that held by the users of information systems. From these observations, Mumford concluded that the development of information systems is not a purely technical issue, but an organisational issue which is fundamentally concerned with the process of change (Mumford and Weir. I979; Mumford. I995). The use of participation allows users to have some level of contribution in the system development life cycle, this participation often take the form of single representatives. The user participant is otten called upon after the major decisions have been taken; this limits the user participation of involvement within the system development. A number of criticisms of the ETHICS method have been expressed (Avison and Fitzgerald, 2006):

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unskilled users cannot design; management will not accept it; and it removes the right to manage from managers slow and costly in staff time and effort

To overcome some of these concerns over the applicability of ETHICS, a newer version of ETHICS was developed called QUICK Ethics (QUality Information from Considered Knowledge) (Mumford, 1993). It was developed to create and maintain management interest (Avison and Fitzgerald, I995) Mumford has produced a variant of ETHICS known as QUICK-ethics, which is described as the front end of ETHICS and is speci cally designed for requirements analysis . QUICKethics is portrayed as being able to assist in the following processes: y y y Analyzing roles and responsibilities prior to considering information needs. Identifying and prioritizing inforrmation needs. Creating and applying a core information system as a preliminary to building or improving a larger one.

There is some confusion as to who should use QUICKethics; in some cases, Mumford proposes that QUICKethies is used to assist managers to de ne their information needs prior to the introduction of a management information system" whereas, in other places, QUICKethics is seen as enabling the future users of a new system to work individually and as a group, thinking through. The selection of users is not given much attention in QUICKethics; they are assumed unproblermatically as either future users or representatives of future users. Arguably. Someone has to de ne who are future users and, in doing so,they exercise judgement as to what the bounds of social. in other words, the constitution of the social is set by its expected relation with the technical. This judgement must be exercised regardless of whether managers or others bot are assumed as users. Although the social is taken as being comprised of user it is the ability to describe the characteristics of users that is important in QUICKEthics

QuickEthics is broken down into five main stages : y y y Describe the work mission. key tasks, critical success factors and most serious problems. Describe the objectives, critical success factors, major problem, day-today activities, and potentials for future developments associated with each of the key tasks. Describe the information needs associated with these tasks in order to achieve the objectives, attain critical success factors and avoid major problems, as well as monitoring performance and understanding future developments. Prioritise these information needs according to which are essential and which merely desirable, and which are quantitative and which are qualitative. Work with others to establish an information model so that information ows through the organisation to those who require it. (Mumford, 1983)

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Whilst the standard ETHICS Methodology was a top down, user driven approach, Mumford rejected this approach in her QUICKethics approach and concentrated the methodology as starting from the centre and forming small working groups as a core part of the process (Mumford, 1983). By working in this way many of the bene ts of participative development could be achieved but in a much shorter timeframe than under the ETHICS methodology. Mumford also proposed using QUICl(ethics as part of the PROGRESS method to help in Business Process Re-Engineering. The aim of this approach was to rethink and restructure business processes so to make them more efficient, more effective in achieving business goals and more able to provide a high quality work environment that motivates employees (Mumford and Beekman. I994).